Well, probably a lot more than the time you currently have allotted to scrutinize the $250 billion that goes through.
I worked as a budget official on the government side before serving you in the parliamentary budget office, and I can tell you that, on the government side, we don't manage by those reports that we would give to Parliament, and that's actually the problem. If they are out of sync, if estimates are a reporting exercise as opposed to giving you information on their management process, then you're out of sync. You're now having to have this kind of secret decoder ring to understand what those reports mean in the way cabinets allocate money and then public servants manage it.
My response to Mr. McColeman was that, if they are managing those program activities, and you're getting reports on those program activities, when there are deviations in budget or performance, and you get those variances, all of a sudden you're not worried about the whole book, you're worried about those changes, those differences from budget, those differences in outcomes. All of a sudden the manner in which you're holding the government to account is also the manner in which public servants and the government as a whole manages that money. Right now they're out of sync. That's the core issue.